第七章 企业战略实施Chapter7 Implementing Strategies Management Issues

Ch 7-30
Management Issues Basic Forms of Structure
Functional Structure
Divisional Structure
Strategic Business Unit Structure (SBU)
Matrix Structure
-- Directly involve all managers in the organization
Ch 7-17
Management Issues
Purpose of Annual Objectives -Basis for resource allocation Mechanism for management evaluation Metric for gauging progress on long-term objectives

Ch 7-12
Nature of Strategy Implementation
Management Perspectives

Shift in responsibility
Division or Functional Managers
Strategists
Ch 7-14
Management Issues
Ch 7-24
Management Issues Managing Conflict
Conflict not always “bad”
No conflict may signal apathy
Can energize opposing groups to action May help managers identify problems
Ch 7-20
Management Issues Resource Allocation -- Central management activity that allows for the execution of strategy
Ch 7-23
Management Issues Managing Conflict -- Disagreement between two more parties on one or more issues
Organizational performance declines
Organizational performance improves
New organizational structure is established
Ch 7-28
Management Issues
Structure & Strategy
Ch 7-31
Management Issues Restructuring (downsizing) -- Reducing the size of the firm –of employees, divisions, and/or units, of hierarchical levels to improve both efficiency and effectiveness
Structure can shape the choice of strategies More importantly, to determine what types of structural changes are needed to implement new strategies
Ch 7-7
Nature of Strategy Implementation
Formulation vs. Implementation

Formulation positions forces before the action

Implementation manages forces during the action
Annual Objectives
Policies
Ch 7-2
Chapter Outline (cont’d)
Resource Allocation
Managing Conflict
Matching Structure with Strategy
Ch 7-3
Chapter Outline (cont’d)

Ch 7-11
Nature of Strategy Implementation
Formulation vs. Implementation

Formulation requires coordination among a few individuals
Implementation requires coordination among many individuals
Chapter 7 Implementing Strategies: Management & Operations Issues
Strategic Management: Concepts & Cases Fred David
Ch 7-1
Chapter Outline
The Nature of Strategy Implementation
Classical view:
-- Changes in strategy
Changes in structure
Ch 7-27
Chandler’s Strategy-Structure Relationship
New strategy Is formulated
New administrative problems emerge
Restructuring, Reengineering & E-Engineering
Linking Performance & Pay to Strategies
Managing Resistance to Change
Ch 7-4
Chapter Outline (cont’d)
Managing the Natural Environment
Ch 7-25
Management Issues
Conflict Management & Resolution
Avoidance Defusion Confrontation
Ch 7-26
Management Issues Matching Structure / Strategy
Ch 7-32
Management Issues Restructuring
Downsizing
Rightsizing Delayering
Ch 7-33
Management Issues Reengineering -- Reconfiguring or redesigning work, jobs, & processes to improve cost, quality, service, & speed.
Ch 7-10
Nature of Strategy Implementation
Formulation vs. Implementation

Formulation requires good intuitive & analytical skills
Implementation requires special motivational & leadership skills
Nature of Strategy Implementation
Formulation vs. Implementation

Formulation primarily an intellectual process

Implementation primarily an operational process
Annual Objectives
Policies Resources Organizational structure Restructuring Rewards/Incentives
Management Issues
Ch 7-15
Management Issues (cont’d)
Resistance to Change
Ch 7-6
The Nature of Strategy Implementation




The strategic management process does not end when the firm decides what strategy or strategies to pursue. There must be a translation of strategic thought into strategic action Even the most technically perfect strategic plan will serve little purpose if it is not implemented Implementing strategy affects an organization from top to bottom
Ch 7-34
Management Issues Reengineering
Process management
Process innovation Process redesign
Ch 7-35
Management Issues

Reengineering is characterized by many tactical (short- term, business-functionspecific ) decisions Restructuring is characterized by strategic (long-term, affecting all business functions) decisions